By Jean-Philippe Bouchaud

Такая книжка есть в осолосетях и в книжных коллекциях, но в виде двустраничного скана со страницами врастопырку, чёрными полосами и пометками от руки на полях и в тексте в стиле "..а это, батенька, архиважно!" Смотреть на такой экземпляр, и тем более читать, не было никаких сил.
С помощью ScanKromsator-а мне удалось привести книжку в более-менее приличное состояние: разрезал и выровнял страницы и повычищал мусор. Результатом делюсь.

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The organization does not take a deliberate position to become efficient or effective. At the other extreme, the reactor may be a dreamer that pursues innovation without any focus; the dreamer is neither efficient nor effective. Information processing demands are likely to be low on detail and focus, and at the same time be rather inwards-focused. If your firm is a reactor, you make decisions based largely upon bad news as it becomes known to you, whether this is poor performance such as decreased profits or earnings, events such as a loss of a major customer, or internal problems such as conflicts or inappropriate utilization of resources.

Most executives want to obtain the right balance between efficiency and effectiveness, and almost everyone agrees that modern organizations should focus on both dimensions. But how do you obtain a balance? , Tushman and Romanelli, 1985). The balance is thus achieved over time rather than simultaneously. Many managers, on the other hand, argue that the efficiency–effectiveness foci are ongoing simultaneously, although the emphasis can vary. The way the balance is obtained is important. The solution to the balancing could be that one subunit of the organization is efficient and another effective; one subunit runs the current operations while another focuses on innovation.

Diagnostic questions Now continue with the analysis of your chosen organization. Recall that in Chapter 1 you chose a unit of analysis and assessed its goals on the dimensions of efficiency and effectiveness. 1. 12 on Tue Oct 09 12:14:05 BST 2012. 006 Cambridge Books Online © Cambridge University Press, 2012 Diagnostic questions defender, analyzer without innovation, analyzer with innovation, or prospector. Answer the diagnostic questions below. By working through these diagnostic questions, you can locate where the firm is in the strategy space.

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